Thursday, May 31, 2012

The Cabinet also approved introduction of
Unified Licence and authorised the Department of Telecommunications to finalise
the new Unified Licensing regime with the approval of Minister of
Communications & IT. The salient features of the National Telecom
Policy-2012 are as follows:

The policy envisions providing secure, reliable, affordable and high quality
converged telecommunication services anytime, anywhere for an accelerated
inclusive socio-economic development. The main thrust of the Policy is on the
multiplier effect and transformational impact of such services on the overall economy.
The thrust areas of NTP - 2012 are;

• Increase rural teledensity
from the current level of around 39 to 70 by the year 2017 and 100 by the year 2020

• Repositioning
of Mobile phone- as an instrument of empowerment

• Broadband –“`Broadband For All”
at a minimum download speed of 2 Mbps

• Consumer Focus - Achieve One
Nation - Full Mobile Number Portability and work towards One Nation - Free Roaming

• Resale of Services

• Voice over Internet Protocol

• Cloud Computing, Next
Generation Network including IPV6

The policy seeks to provide a
predictable and stable policy regime for a period of about ten years. Policy
will be operationalised by bringing out detailed guidelines, as may be
considered appropriate, from time to time. Implementation will enable smooth
implementation of the policies for providing an efficient telecommunication
infrastructure taking into account the primary objective of maximizing public
good by empowering the people of India. The policy will further enable taking
suitable facilitatory measures to encourage existing service providers to
rapidly migrate to the new regime in a uniformly liberalised environment with a
level playing field.
AD/SH/SKS/SM
(ReleaseID:84612)

I am directed by the
National Executive of the Confederation of Central Government employees and
Workers to send the enclosed resolution which appeals for the revival of the
JCM Machinery, especially at the Departmental council levels for your
consideration. We also send herewith a copy of the 14 point Charter of demands
adopted by the Committee. The
issues contained in the charter of demands had all been the subject matter of
representation on various occasions without however reaching any
settlement. Similarly
the issues taken up at the National Council Anomaly Committee as per the
agreement reached after the Government accepted the 6thCPC recommendations still beg
settlement.

The National Executive also took serious note of the fact
that many departmental heads have denied grant of recognition to the
Associations and Federations despite their fulfilling all requisite conditions
stipulated under the CCS (RSA) Rules, 1993.

In the circumstance, the Executive have
decided to organize a March to Parliament on 26thJuly, 2012 and submit a
memorandum to the Honorable Prime Minister to seek his intervention. The National Executive have
also decided to follow it up with an industrial action in November, 2012 if the
Government continues to disregard the grievances of the employees.

Thanking you,

Yours faithfully,

Sd/-

K.K.N. Kutty

Secretary General

Resolution adopted at the
National Executive Committee meeting of the Confederation of Central Government
employees and workers on 28thApril,
2012 on the functioning of the JCM.

This meeting of the National Executive of the Confederation of
Central Govt. Employees and workers held at Koilata on 28thApril, 2012, has taken serious note of the collapse of all
the fora of the JCM and compulsory arbitration, with the result that it is no
longer a grievance settlement mechanism. The Government must be aware of the
fact that it was in the wake of serious discontent of the Central Government
employees in 1960s, the JCM was set
up as a negotiating forum to expedite settlement of demands and problems of
employees.

On the pretext of the promulgation of the new
CCS(RSA)Rules, most of the departments suspended the operation of the
Departmental Councils. . Even after complying with the
requisite formalities, in many departments, Associations/Federations are yet to
be recognized. Wherever the
recognition process was completed and orders issued granting recognition, no
meetings of the Departmental Councils are held till date. . Despite raising the issue in the
National Council on several occasions by the Staff Side, nothing tangible has
been done to ensure that the councils are made functional.

The National Councils is
as per the scheme to meet once in four months. It meets after several years, The
system of deciding on the agenda
in the meeting in which it is raised has been totally abandoned with the result
that number of issues have been kept pending for indefinite period of
time. The non functioning
of the Council and the consequent non redressal of grievances has led to
agitations including strike action in many departments of the Government of
India. The 6thCPC
recommendations were given effect to in September, 2008. The anomalies arising there form
(which is in large numbers) ought to have been settled as per the agreement by
Feb,. 2010. Barring one or
two items, no settlement has been brought about on the large number of
anomalies till date . Of the Seventeen awards given in favour of the employees
by the Board of Arbitration since 1998, the Government chose to refer every one
of them for rejection to the Parliament.

In the wake of the General Strike action of the working
class in the country against the neo liberal economic policies of the
Government on 28thFeb.
2012, the Joint Secretary (Estt) in the Department of Personnel writes in her
demi- official communication addressed to all Secretaries of the Government of
India, as under which is contrary to facts and misleading too.

“Joint consultative machinery for Central Government
employees is already functioning. This scheme has been introduced with the
object t of promoting harmonious relations and of securing the greatest measure
of co-operation between the Government, in its capacity as employer and the
general body of its employees in matters of common concern, and with the object
further of increasing the efficiency of the public service . The JCM at different levels have been
discussing issues brought before it for consideration and either reaching
amicable settlement or referring the matter to the Board of Arbitration n
relation to pay and allowances, weekly hours of work and leave, wherever no
amicable settlement could be reached in relation to these items.”

The National Executive has, therefore, unanimously
resolved to request that the forum of Departmental Councils must be immediately
revived in all Departments and made effective as an instrument to settle the
demands of the employees and the National Council meetings are convened
regularly.

The meeting has also resolved to appeal to the Government
that the recognition may be afforded to all Associations/Federations which have
complied with the requisite formalities of the CCS (RSA) Rules, immediately.

Apropos
discussion held on 29.05.2012 on the above subject, the consolidated proposal
from the staff side in respect of Group ‘B’ Non – Gazetted and Group ‘C’ cadre
in operative side Postal Department is appended herewith.

It is requested
to kindly consider the same as agreed upon in the said meeting cited in para
supra.

DA: as above

With kind regards,

(K.V. Sridharan) (D. Kishan Rao)

General Secretary General Secretary

AIPEU Group
‘C’ NAPE
Group ‘C’

Giriraj
Singh D. Theagarajan

General
Secretary General Secretary

AIRMS & MMS EU Group ‘C’ NURMS & MMS Group ‘C’

PROPOSAL FOR CADRE REVIEW IN RESPECT OF
GROUP B (NON GAZETTED) & GROUP ‘C’ CADRE IN OPERATIVE SIDE OF POSTAL
DEPARTMENT

1. JUSTIFICATION FOR CADRE REVIEW

1.1 In the first Chapter of the Annual
report 2007-08 of the Department of Post under the Caption of 'Overview', it
was mentioned that the Cadre Review was conducted in 2007 with the prime aim of
restructuring the Cadre to meet the challenges to the Department, and
especially to cater the marketing and business development.

1.2 Whereas the similar to the cadre
review exercised at JAG/SAG level has not been extended to the grass root level
employees who are actually carrying out the policy and programme of the Postal
organisation despite there is ample justification after the modernisation of
postal services and introduction of various new projects and products. Not even
a single post of System Administrators for maintenance of hardware and software
has so far been created despite the posts of Systems Manager/ Systems
Administrators/ Project officers etc. are in existence by converting the Postal
Assistant posts by keeping those posts vacant. Many Postal Assistant posts were
now christened as Marketing Executives without any monetary benefits and also
keeping the Postal Assistants posts vacant which are being managed by the rest
of the staff without any monetary compensation.

1.3 As per the report cited above in para
supra, there is a dire need to transform the human resources abundantly
available in the Department to a multi dimensional one to meet the challenges
and also to improve the services in the competition era for which the officials
should be motivated by offering good packages and promotional opportunities.

1.4 The Cadre restructuring exercises have
been done by the various departments in large scale. In many departments like
Railways, Audit & Accounts, the cadre restructurings were exercised in
Group C cadres many times and the ratio of promotional avenues between the
feeder and promotional cadres are being maintained under the ratio of 20:80.

1.5 The Staff of the Postal Accounts in
our department have also been blessed with this beneficial scheme of eighty
percent upgradation of posts during Sep 87 based on the cadre restructuring to
Postal Accounts staff exercised after the implementation of the Fourth Pay
Commission's recommendations.

1.6 So far, in respect of Postal
department, the Postal Board has not exercised any cadre restructuring to the
Clerical (Group C) cadres but has resorted to other schemes like TBOP, BCR on
matching Savings. The conception of TBOP/BCR was to ensure that an employee
does not stagnate in the maximum of the pay scale of the Cadre and promote to
next grade (Selection grade) in two spells (i.e) one first after 16 years and
second after 26years of service. The agreement for TBOP and BCR were signed by
providing matching savings for the schemes to the extent of 20% in supervisory
and 6% in operative Posts and withdrawal of special pay and so on.

1.7 Prior to introduction of TBOP, in May
1974, by an agreement in the JCM Departmental Council, 20% of the posts in the
operative grade were placed in the next higher grade of LSG. This was withdrawn
at the time of introduction of TBOP, as the LSG promotions were granted on the
length of service of individuals and not by the existence of posts under the
TBOP scheme.

1.8 The
Department has issued various clarifications on TBOP/BCR and in almost all the
clarifications the TBOP and BCR promotions were equated with LSG & HSG II.
HSG I promotions were accorded during the years in between 1995 to 1998 based
on the BCR Gradation list. Suddenly in 1999, the TBOP & BCRs were termed as
financial upgradations and they were denied the equal status with LSG & HSG
II. Thus the benefits arrived after the TBOP/BCR in the years 1983/1991 were
freezed and those promotions were lost its identity and sanctity. Finally while
adopting MACP Promotions the erstwhile TBOP & BCR Schemes were scrapped and
now not in existence. Thus all the three exercises similar to cadre review in
different forms were withdrawn and virtually, it appears that there is no cadre
review for Group C cadre has been exercised so far.

1.9 The Sixth Pay Commission did not recommend
any separate pay scales for LSG & HSG II and resultantly the Pay Bands
applicable to TBOP & BCR are thus being applied to LSG & HSG II
promotions. After equating the TBOP & BCR with the similar Pay Band to LSG
& HSG II, the contention of the Department that they are financial
upgradation is having no relevance. Thus there is ample justification for
exercising cadre restructuring for the supervisory cadres in the department.

1.10 Meanwhile, the Sixth CPC in its
recommendations under para 3.3.17 maintained that it has refrained from
conducting cadre review of individual services and left the job to the
respective departments. Thus we propose the following proposal for cadre review
for consideration.

1.11 Since we are aware that despite ample
functional justification for upgradation of grade pay to the extent of
Rs.2800/- to Postal Assistants, there is no chance of considering to grant
higher pay scale to Postal Assistants under the proposed cadre restructuring,
we are restraining ourselves only to the increase the number of supervisory
posts in existence in respect of hierarchical cadre to the Postal assistants
and formation of new cadres pertaining to technical posts.

1.12 It is pertinent to mention that in
many departments, the percentage wise cadre restructuring of posts were
considered and the functional justification has not been insisted. For example,
Railways in the case of Ticket Checking staff who are in 1900 GP Entry level
pay, have been provided with the promotional cadre like Senior Ticket Examiner;
Head Ticket Examiner; and Chief Ticket Inspector. In the case of Railway
Commercial clerks, who are in 2000 GP at Entry level pay, have promotional
cadres like Senior commercial Clerks; Head Commercial Clerks; and Chief
Commercial Clerks under the cadre restructuring doing the similar duty with
different nomenclatures.

1.13 Under the Cadre Restructuring
exercised in Railways 14% of officials are retained in Entry level pay scale of
both these cadres; 16% officials in next pay scale level of 2400 GP; 46% to
next level of 4200 GP; and remaining 24% in 4600 GP in the case of Ticket
Checking Staff. Out of these staff most of them work as operative staff and the
senior most staff only are working as Supervisors in second and third level and
only the fourth level are fully real supervisory staff. According to Railway
formula these higher cadre restructured posts were not based on functional
justification. It is the bare fact that on functional justification basis many
could not have obtained this much percentage of higher level posts.

1.14 Even though, we are of the opinion
that the cadre restructuring shall be exercised at par with railways or at
least with the earlier review made for staff car drivers based on the
percentage of posts in basic cadre to each promotional categories, we are
placing below the availability of functional justification also in case of PA
cadre for kind information and consideration..

2. LSG, HSG II/HSG I

2.1 At the outset, we wish to place on record
that the existing nomenclature for supervisory posts viz. LSG, HSG-II &
HSG-I does not exhibit the nature of status to our world and it requires
revision. Let it be called with the nomenclature of Supervisors, Senior
Supervisors and Chief Supervisors or Executive Manager, Senior Manager, and
Chief Manager. It is most opt to mention that the earlier station masters are
now called as station managers; Engine drivers are now called as Loco Pilot;
Group D is now called as Multi Tasked Staff; Mechanics sheds are called as care
centres. Similarly, the Postal Assistant shall also be called with decent
nomenclature instead of this present LSG, HSG II & HSG I

2.2 The Supervisors/Postmasters have omnibus task of
management, providing guidance and supervision in all activities including the
various marketing/business activities.

2.3 The scope and functions of
Postmasters/Supervisors may broadly be categorised as follows.

(i) They are responsible for
drawal/remittance of funds involving huge financial responsibility.

(ii) They have to enforce efficient
supervision office and Postal operations.

(iii) They have to enforce the orders
strictly in maintaining the office and its day to day functions.

(iv) They have to plan and execute the
orders and promote more business and improve the mail functioning.

(v) They have to supervise the
subordinates as on administrator and in some cases act as disciplinary
authority also.

(vi) They should possess a through
knowledge on all Postal transactions with updated rulings in order to run the
office smoothly with the customer satisfaction.

(vii) They have to take all efforts for
prompt delivery of mails besides averting any public complaints.

(viii)They
have a thorough knowledge about their powers, responsibilities, and duties and
also to acquaint him with all departmental rules and procedures

Under the changed scenario, due to complete
modernisation and venturing various business activities, the role and
responsibilities of the supervisors and postmasters become abundant and there
is a dire need to place them in higher pay band of II right from LSG post
onwards.

2.4 In nutshell, they should function as a
Manager, Public Relation Officer, Bank Officer, Welfare Officer and also a good
Administrator. Based on the job content, the responsibilities and specialised
knowledge needed for efficient functioning; there is a sound case for
upgradation of all the posts of Postmasters into supervisory cadre. After the
decentralisation of various works at S. O. levels like RD/MIS works and
launching various business activities there is a qualitative change in the
supervisory duties of the Single/Double handed offices which require a better
senior officials to supervise the work. Notwithstanding our claim to place the
LSG in pay band II with grade pay of Rs.4200; HSG II to Rs.4600 & HSG I to
Rs.4800, We are proposing the following for increase the number of supervisory
posts which will cater the need and also based on the functional justification.

2.5 The Department is having a total
number of Postal Assistants to the extent of 83,696 Posts. We are having 6989
LSG Posts, 1703 HSG II & 1649 HSG I Posts; out of which 2097 post of
Postmaster Grade I, 511 posts of Grade II Postmaster & 495 posts of Grade I
Postmaster were carved out while forming a separate cadre of Postmaster. While
comparing the existence of basic cadre Postal Assistants, the present number of
LSG Posts is just only 8.35%. Even the assured 20% operative posts in LSG
during May 74 and implemented is no where in letter & spirit and we have
gone back to the period prior to 1974.

2.6 The
staff side therefore requests to consider the following proposals in the case
of supervisors.

(i) Considering the more nature of supervisory
works now available in B & C Class offices, the posts of SPMs of those
offices may be upgraded to the present status of LSG with the revised
nomenclature of 'Supervisor' or Manager. As on date we are having 11395 singled
handed post offices and 6719 double handed offices. It will result in creation
of new supervisory posts equivalent to present LSG cadre to be extent of 18114
which will work out to 21.65% LSG Supervisory posts.

(ii) The SPMs working in present 'A' class
and LSG offices & other LSG supervisory posts may be upgraded to the
present status of HSG II and called them as 'Senior Supervisor or Senior
Manager'. This will add to the present LSG strength of 6989 with addition of
3732 postmaster of Triple handed post offices with the total strength of 10718
which will maintain the promotional avenues from LSG to HSG II to the extent
ratio of 2 : 1.

(iii) The present posts in HSG II & HSG
I may be amalgamated and called as 'Chief Supervisor or Chief Manager' with the
present HSG I status. The existing posts of HSG II & HSG I to the extent of
1703 and 1649 posts respectively (i.e.) 3352 posts will maintain the ratio of
promotions from HSG II to HSG I as 3:1

(iv) A separate identification to the
extent of 30% of the HSG I posts may please be accorded as Non functional posts
in Group B status with grade pay of Rs. 4800/- in Pay Band II.

2.7 If
the above process of elevation of more supervisory posts considering the
requirement of more supervisory posts on functional justification is carried
out, it will provide more supervisory posts and not to have any disturbances in
the pyramidal structure since the total no. of supervisory posts will work out
to 32184 which is 38.45% not exceeding 40% of the basic cadre.

3. POSTMASTER’S
CADRE

3.1 The Department has unilaterally introduced
Postmaster’s Cadre vide its No. 4-17/2008-SPB II dt. 22.11.2010 by carving out
2097 LSG posts, 511 HSG II posts and 495 HSG I posts out of 5695 LSG posts,
1077 HSG II & 1176 HSG I posts. The staff side was not in favour for
formation of separate cadre since it will create a division among the existing
supervisors and also the concept of supervisors to know all the nature of work
is being shrinking due to separate formation. However, the Postmaster cadre is
being implemented as a separate hierarchical cadre.

3.2 The recruitment rules applicable to other
supervisors are being applied in respect of Postmasters cadre. During cadre
restructuring the following shall be considered.

i) When the Postmaster cadre is
separately created, all the promotions up to the posts of Chief Postmaster
shall be open only to that cadre. Entertaining IPO line officials is not fair.
Their option may be obtained for postmaster cadre if willing. Thereafter all
posts shall be filled up only from the Postmasters cadre.

ii) At the time of upgradation of more
supervisory posts under cadre review, 1/3rdposts may also be carved out for the
postmasters cadre.

iii) At present there is no provision to
fill up the Postmaster Grade I posts on seniority. The principle of 2/3rdby Seniority and 1/3rdby
merit shall be introduced in Postmasters Grade-I also.

4. RMS

4.1 At present, there are 7599 Sorting Assistants;
5544 MACP II SAs & 3311 MACP III. Whereas the present supervisory posts
available in the RMS in LSG 1053; HSG II 415; HSG-I 415, which is not even
reaches 5% in LSG to the comparison of Sorting Assistant

4.2 After implementation of mail network redesign in
speed post as well as First class mailing offices and there are vast changes
being taken place, more promotional avenues shall be provided in RMS.
Considering the above, more Promotional Posts in LSG, HSG-II & HSG-I equal
to the ratio provided to Postal Assistant under the cadre review may please be
considered, the existing promotional Posts shall be increased at least by three
times.

4.3 Further a new cadre of Non Functional Group ‘B’
may please be carved out to the extend of 30% of the total HSG I Posts by
providing one NFS Posts to each RMS division for effective supervision and
monitoring.

"Postal Assistants assigned the jobs of Systems
Administrators and Marketing Executives have demanded creation of a new cadre
with higher pay scales. Creation of a new cadre in their case is not
functionally justified. The commission, in any case, is not looking into
demands relating to individual cadre reviews, status -quo may, therefore, need
to be maintained especially because the existing scenario always usage of
available manpower for need based multifarious function."

5.2 The Sixth CPC did not dealt the issue with due
note of the existence of such category in postal exclusively performing the
duties properly and arrived at the conclusion causing severe discontentment in
the minds of the officials who are toiling since inception of computers in the
post offices and rendered their unstinted service without any extra
remuneration for the total computerisation of postal services.

5.3 From
the report of the Sixth CPC, it is quite evident that the actual nature of work
involved as 'Systems Administrators' in the Department of Posts has been quite
misunderstood and the projection of the same has been made devoid of the acumen
and dexterity actually involved. In nut shell, the work of 'Systems
Administrators' has been evaluated on facts that are miles away from the ground
realities. In other departments, the nature of work entrusted to Systems
administrators are quite different and they are being with the grade pay of
Rs.5400. Here we are calling them as systems administrators; but their role and
responsibilities are entirely different.

5.4 In
certain departments, the posts of ‘Computer Assistant’ or ‘System Assistant’ in
the pay scale of Rs. 9300-34800 with grade pay of Rs. 4200/- have been created
with the Qualification of graduation/BSC with PGDCA/DOEACC – A level with 55/-
marks or two years’ experience is required for the selection as system
assistant. The nature of work in existence in postal can be equated with that
of systems assistants. Based on the same structure, a separate cadre of system
Administrators can be created by providing further promotional avenues in the
cadre.

5.5 The
Department has formed a separate Technical wing at the Directorate to deal the
problems of Systems oriented and it has given a hope that the long pending
demands of the System Administrators would also be considered and decided. The
Department has also constituted another three DDG Committee vide is letter
No.1/1/2010-Sr dated 19.7.2010 comprising DDG (Estt), DDG (P) and DDG
(Technology) to consider about creation of systems administrators cadre and
directed to submit its report within three months. We are not aware of the
recommendations of the committee.

5.6 Further,
the Department of Posts vide its letter No. 23-15/2004-PE II dt 24.12.04, after
the formation of Separate Committee under the Chairmanship of the DDG
(Technology) directed to consider the following: -

(a) Assess which of special categories of
Staff will be required at Sub Post offices, Head Post offices, Sorting offices,
Speed Post centres as and various Administrative and Accounts offices to
effectively tackle problems which arise while implementing the Computerization
plan:

(b) Assess
number of Staff in each of these special categories that will be required in
SOs/HOs/Divisions etc and nomenclature (for example, PAC Technology). System
administrator, Systems Manager etc.) for each category.

(c) Recommend:

(i) Pay scales to be given to such staff

(ii) Selection criterion for such
staff and career

(iii) Career progression for such staff.

5.7 The Director (T&E) has sought
views and suggestions on the above vide his letter cited above. However, it
seems no decision has so far been taken by the committee or Department.

5.8 According to Para 10.1 of the Annual
report of 2010-11 of the Department of Posts, during the period from 1stApril 2010 to 31stDecember 2010 , computer hardware and
peripherals have been supplied to 1811 post offices. Thus till December 2010,
14415 post offices have been computerised under Plan Scheme of Computerisation
of Post offices. Further all Postal Circle Offices, Regional Offices, all
Postal Accounts Offices and 1205 Divisional Offices have also been
computerized. Besides, a number of enabled services were started in these post
offices. The Govt has approved IT modernisation
project of the Department of Posts for computerisation of all the
non-computerised post offices, mail offices, administrative and other offices,
establishment of required IT infrastructure, development of required software
applications to be completed by 2012-13. .

5.9 The Department has entered with
contracts for implementation of financial services solution and there are eight
projects for the I.T. modernisation of India Post at on overall out lay of
Rs.1877 crores. As per the contract for financial services solution, it
includes commissioning of Postal Banking operations entailing core banking
solution and ATM switch. The dept proposes to introduce and install Rural ICT
hardware devices and providing network connectivity to 1.30 lakhs branch post
offices enabling all post offices to perform e transactions.

5.10 It is very pertinent to point out that
this could be achieved only by having specialised and trained man power pool
inside our organisation. Imparting training, maintenance of hardware and
software, attending faults at 1.30 lakhs branch post offices etc, we require a
large number of expert personnel for which the creation of systems assistant or
call by any name like Technical Assistant, Computer Assistant etc is
inevitable. The role of existing Systems Administrators in total
computerisation of Post offices must be recognised. They are very much
frustrated and the discontentment is mounting due to the continuous
exploitation of these categories over ten years.

5.11 It is therefore requested to consider
their plights and convert the existing Systems Administrator posts as
Promotional Cadre to Postal Assistants possessing required qualification in
computer appreciations as if available in other departments for the post of
Systems Assistant with grade pay of Rs.4200.

5.12 The existing Systems Administrators
may be absorbed in the promotional posts by conducting simple Trade test in
token of recognition of their services in the past in the total computerisation
of post offices. It is pertinent to mention that it is only the postal
department, the computerisation to this extent possible without engaging any
outside agencies and also without incurring more expenses with the technically
qualified Postal Assistants available in the department. They must be
recognised by this way.

5.13 The pay scale of the Systems
Assistants may be decided as follows.

Systems Assistants
- Grade Pay 4200

I Promotion: Systems
Manager
- Grade Pay
4600

II Promotion: Sr. System Manager
- Grade Pay 4800

10%
posts may be identified as Gazetted with Grade pay of Rs.5400/- as existence in
other departments as Systems Administrators for monitoring the entire Technical
developments.

5.14 Even though all the supervisory posts in Postal
operative side can look after the postmasters work and there is no need for
creation of separate cadre, the Dept has created the Postmasters cadre recently
which the staff side not resisted. Whereas in the case of Systems assistants,
there is ample justification for creation of separate cadre considering the
nature of their duties and requirement to the service and this may be
considered in true spirit.

Notwithstanding
our demand for the creation of System Asst. With Rs. 4200/- Grade Pay, it is
agreeable to convert the Posts by LSG and other hierarchical promotions based
on the functional requirements and declare it as a promotional cadre to Postal
Assistants.

6. PO
& RMS ACCOUNTANTS

6.1 The
Sixth Pay Commission has rejected higher pay scale to PO & RMS Accountants
as if there is no functional justification exists for the same and recommended
to revise the special allowance of Rs.180/- in double the rates. The
description of the Sixth CPC that they are not belonging to the organised
accounts cadre without looking the merits through their nature of duties and responsibilities
are nothing but a farce. This cadre has met a raw deal over the last three
decades.

6.3 This will be the testimony that this
cadre of PO & RMS Accountant alone is deprived and denied the dues. The
exploitation of this cadre is continuing over 20 years. This may please be
pursued with the Government and see that the PO & RMS Accountants are
placed at least with the Accountants working in Postal Accounts office of our
department.

6.4 The following is the proposal, we
desired to put forth for kind consideration

i. The Po & RMS Accountant
examination may be declared as vacancy based examination instead of the present
qualified one

ii. The official after their selection shall be
posted as Accountant with the Grade Pay of Rs.2800.

iv. At the time of upgradation of 1622 HSG II posts to
HSG I, many APM accounts LSG posts were identified as HSG I posts. Resultantly
there is very lesser number of LSG Posts ie. in the feeder cadre available for
promotion to PO & RMS Accountants. This has blocked the promotional chances
for the existing PO &RMS Accountants .In many places, the due DPC for LSG
posts could not held due to dearth of LSG vacancies. Hence, it is the dire need
to restore the LSG position to the extent of 50% of the total posts of APM
Accounts by upgrading simultaneously in the general line posts. Those posts can
be identified to the present status of HSG II with Grade pay of Rs.4200.

v. 30% of the remaining APM Accounts post may
be declared with present HSG I status with grade pay of Rs.4600.

vi. The remaining 20% of the APM Accounts posts may be
declared as Gazetted posts with grade pay of Rs.4800.

The
determination of status on LSG, HSG II, HSGI and Gazetted may be decided based
on the status of the offices and also the supervisory nature of the posts. This
is possible. The nomenclature of the posts may also be changed at par with the
proposals we suggested for the supervisory posts. Unless the cadre is declared
as a separate one, the anomalies in existence over three decades will continue.
It is therefore requested to consider the proposals by analysing all these
factors prevailing in the work spot.

7. MISCELLANEOUS

7.1 In order to provide more promotional avenues to
the youth possessing more skills & qualifications, the following
establishments may be upgraded and elevated to the standards of supervisors.

(i) The Marketing Executives may also be
declared as promotional supervisory posts as is done in the case of Town
Inspectors in to LSG.

8. CIRCLE
OFFICE STAFF

8.1 The present staff strength in circle
offices available in Group ‘C’ is around 2500 and the existing promotional
avenues is less than 8% in total and after conversion of LDC & UDC as
single cadre of Postal Assistant, there is a total imbalance in respect of
Circle office in respect of promotional posts.

8.2 It is therefore suggested that in
promotional cadres like LSG, HSG II & HSG I may be created as in the same
ratio of Postal Assistant and 30% as the HSG-I posts may be upgraded as NFS.
The existing four posts of Group ‘B’ may please be merged with the other Group
‘B’ posts in officer’s line.

9. SBCO Staff

9-1 Total staff is 4100. There is no HSG II at
present. It is suggested to provide four layers of promotions with the ratio of
50:20:20; 5:5. The SBCO in charge of All Gazetted HPOs (116) may be converted
to HSG I. There are 442 divisions and all the in charge of such divisional head
quarters may be considered for HSG II. It is further suggested that the in
charge of SBCO having up to 50,000 entries may be converted to LSG, above
50,000 up to 100000 may be HSG II and above 1 lakh, it will be HSG-I, Similarly
all working in (PWCs/ICOs shall be placed in promotional posts. The ration in
promotional prospects as decided in case of Postal Assistant may please be
rotational in case of PA SBCO also.

10. MATCHING
SAVINGS

10.1 The question of matching savings
does not arise since in most of the cadre, as there is no elevation in the pay
scale, the officials who have already acquired the pay pertaining to the post
shall alone get regular promotion.

10.2 The matching savings, we offered for
TBOP/BCR have not been practically restored despite the Directorate orders
25-5/2010-PE I dt. 19.7.2010 since there is no chance of any new creation. As
per the norms and after withdrawing the reduction of staff under TBOP/BCR
Schemes w.e.f 1.9.2008, there is ample justification for creation of more new
posts. As such, further matching savings in the shape of staff cut will ruin
the developmental activities and efficiency of the postal services.

10.3 In token of acceptance of
modernisation and various re organisations in the Postal set up, the officials
shall be offered with more promotional avenues despite it will not cause any
monetary benefits.

It is
therefore requested that the proposal for cadre review may please be considered
with due attention and the Group C employees may be granted with the
promotional avenues. Satisfied Employees will perform well and render more
satisfied work.